In many companies, the word "innovation" has become synonymous with decoration. Rooms with colorful poufs, walls covered with post-its and inspiring slogans create the perfect setting for social media photos. However, behind this modern appearance, there is not always a real strategic transformation underway. The problem is not with the unconventional environments, which can stimulate new ways of working, but with the confusion between creativity and innovation, one of the major corporate misconceptions of our time. Creativity is necessary, of course: it is what opens paths, proposes ideas, and imagines possibilities. But true innovation goes beyond brainstorming and sticky notes on the wall. She demands method, commitment, and, most importantly, difficult decisions.
It's easy to say "we are innovating" when the speech is prepared and the events are full. It's difficult to tamper with the structure, question untouchable indicators, or change the core of the business. Innovating, at its core, hurts, discomforts, and provokes. Requires the courage to look at what has always worked and admit that it may no longer be enough. And that, few leaders are willing to face. In practice, what is often seen is what can be called "innovation."fake”. A McKinsey survey showed that 84% of executives believe that innovation is essential for growth, but only 6% are satisfied with their organizations' innovation performance. This exposes the gap between speech and practice.
Companies celebrate squads that deliver beautiful MVPs, but never leave PowerPoint. Executives praise the culture of innovation while blocking bold ideas for "going off scope". There are those who invest millions in innovation programs disconnected from the company's real strategy, merely to support a narrative that is not sustainable in practice. And this type of corporate theater is expensive. Wastes energy, frustrates talents, and undermines the engagement of those who truly want to transform.
Another survey, this time by Boston Consulting Group (BCG), reveals that more than 70% of digital transformation initiatives do not achieve their goals. This does not happen due to lack of technology or ideas, but mostly due to cultural resistance, lack of strategic clarity, and execution failures. True innovation is built on a different level. She begins with uncomfortable questions, with a willingness to listen, with the humility to acknowledge what needs to change, even if it hurts. She strengthens herself with a leadership that understands that the future will not be a linear continuation of the present. And therefore, it requires ruptures.
Therefore, more than creating a new product or service, innovating is an act of responsibility. It's about rethinking how the company positions itself in the world, which real pain points it wants to address, and which ethical dilemmas it needs to face. It's about building relevance, not just appearance. If the goal is to truly innovate, maybe the first step is to take the Post-its off the wall and place on the table the challenges that everyone avoids facing. The relevance of the future will not be achieved with inspiring slogans, but with courageous decisions. Because, in the end, innovating is not about appearing modern. It's about having the audacity to do things differently, and better, while there's still time.
